Program leadershipExpression of interestHIF-BLD-DPI
Director of Programs & Impact
Create one disciplined portfolio approach across HIF’s prevention, education and community-health programs.
Location
Australia
Arrangement
Hybrid
Commitment
5–7 hours per week
Duration
Ongoing, 12-month preference
Level
Senior leadership
Contribution track
Build HIF
01
Role mandate
Create one disciplined portfolio approach across HIF’s prevention, education and community-health programs.
Why this role exists now
A larger project portfolio requires clear stage gates, local ownership, shared standards and honest decisions about what to start, change or stop.
02
Outcomes you would own
01
Every program has an accountable owner and current one-page brief.
02
Portfolio reviews identify dependencies, risks and stop-or-pivot decisions.
03
Country and specialist teams work from one shared delivery standard.
04
Impact reporting distinguishes activities, outputs, outcomes and uncertainty.
Core responsibilities
Maintain the program portfolio, stage gates and decision calendar.
Translate strategy into approved briefs, owners, milestones and measures.
Coordinate country directors and cross-functional program leads.
Ensure community partnership, safeguarding and evaluation are designed in early.
Escalate projects that lack supervision, evidence, resources or local value.
03
Your first 90 days
Days 1–30
Listen, learn and locate the work
Complete HIF induction, role boundaries and required checks.
Review the Program leadership brief, evidence, partners and unresolved decisions.
Agree a 90-day workplan, communication rhythm and escalation map.
Days 31–60
Build the first useful thing
Prototype the priority system, policy or operating rhythm.
Invite review early from the people who will use or be affected by the work.
Record changes, risks and decisions instead of hiding uncertainty.
Days 61–90
Deliver, learn and hand over
Complete the agreed first milestone or document why it should change.
Review progress against success measures with your supervisor.
Publish a next-quarter plan and keep files ready for another volunteer.
04
What you need
Essential criteria
Senior program, public-health or international-development leadership.
Experience prioritising a portfolio with limited people and funds.
Strong facilitation, documentation and escalation judgement.
Desirable, not required
Experience with volunteer-run organisations.
Monitoring, evaluation and learning capability.
05
How good work will be judged
Success measures
Projects pass clear readiness gates before public launch or delivery.
Leaders can explain what HIF is doing, why, and what happens next.
Workload and program risk are visible early enough to act.
Decision rights & escalation
Set day-to-day priorities within the approved role brief and agreed hours.
Recommend changes to scope, timing or method and document the rationale.
Pause your own activity and escalate when safety, consent, quality or capacity is unclear.
Escalate budget commitments, external promises, partner agreements and material changes to Chief Executive Officer / Managing Director.
Clinical, safeguarding, privacy and public-claim decisions remain with the named qualified approver.
Role boundaries
This is an unpaid volunteer role. It does not create an employment relationship or expectation of future paid work.
Do not represent HIF publicly, sign agreements or commit money unless authority is explicitly documented.
Use only approved systems for personal, partner or program information.
The agreed weekly commitment is a ceiling to manage, not a minimum to exceed silently.
This role does not provide clinical advice, diagnosis, treatment or unsupervised patient contact.
No travel is assumed. Any future travel would require a separate brief, risk review and written approval.
06
Support, learning and wellbeing
Executive sponsorship and access to country and project leads.
Research, finance, safeguarding and communications review functions.
Quarterly portfolio review with the leadership team.
Scope and safety
Volunteers must not work outside their competence. Clinical, safeguarding and community-facing work requires role-specific supervision and escalation pathways.
Checks before you begin
Identity and right-to-volunteer confirmation.
One or two role-relevant references for leadership or higher-trust appointments.
Confidentiality, conflict-of-interest, privacy and code-of-conduct declarations.
07
How selection works
Evidence to include
A short statement explaining why this role and HIF’s health-equity mission fit your experience.
One specific example showing how you handled work relevant to program management.
Your realistic availability against the published commitment of 5–7 hours per week.
Any required qualifications, registrations, portfolio links or work samples.
Conflicts, access needs or support adjustments you want the selection panel to consider.
Selection stages
Eligibility and completeness review
Assessment against the published essential criteria
Structured interview or practical conversation, if required
Relevant reference, credential and safeguarding checks
Outcome, induction and role-specific onboarding
Final selection decisions are made by people. AI is not used to automatically reject applicants.